How to assess severe burnout? Cutoff points for the Burnout Assessment Tool (BAT) based on three European samples.

OBJECTIVE: Despite decades of burnout research, clinical validated cut-off scores that discriminate between those who suffer from burnout and those who don't are still lacking. To establish such cut-off scores, the current study uses a newly developed questionnaire, the Burnout Assessment Tool (BAT) that consists of four subscales (exhaustion, mental distancing, and emotional and cognitive impairment). Separate cut-offs were computed for those at risk for burnout and those suffering from severe burnout for the original BAT-23 as well as for the shortened BAT-12. METHODS: Relative operating characteristic (ROC) analyses were carried out using representative samples of healthy employees from The Netherlands (N=1370), Belgium (Flanders; N=1403) and Finland (N=1350). In addition, samples of employees who received a burnout diagnosis were used (N=335, 158 and 50, respectively). RESULTS: The diagnostic accuracy of the BAT (area under the curve) ranges from good to excellent with the exception of mental distancing, which is fair. The country-specific cut-off values as well as their specificity and sensitivity are comparable to those of the pooled sample. CONCLUSIONS: In addition to country-specific cut-offs, general cut-offs can be used tentatively in other similar countries, pending future replication studies. Caution is warranted for using cut-offs for mental distance as the sensitivity and specificity of this subscale is relatively poor. It is concluded that the BAT can be used in organizational surveys for identifying employees at risk for burnout and, in clinical treatment settings, for identifying those with severe burnout, keeping in mind the tentativeness of the present cut-offs.

Dynamic interplay between merger process justice and cognitive trust in top management: A longitudinal study.

This study examines two fundamental concerns in the context of organizational change: employees' perceptions of merger process justice and cognitive trust in the top management team. Our main purpose is to better understand the nature of reciprocal relations between these important constructs through a significant change event. Previous research, building mainly on social exchange theory, has framed trust as a consequence of justice perceptions. More recently, scholars have suggested that this view may be overly simplistic and that trust-related cognitions may also represent an important antecedent of justice perceptions. Using 3-wave longitudinal survey data (N = 622) gathered during a merger process, we tested reciprocal relations over time between cognitive trust in the top management team and perceptions of the merger process justice. In contrast to the conventional unidirectional notion of trust or trust-related cognitions as outcomes of perceived justice, our results show positive reciprocal relations over time between cognitive trust and justice. Our findings also revealed that the positive influence of cognitive trust on subsequent justice perceptions was slightly more robust than the opposite direction. By examining cross-lagged longitudinal relations between these critical psychological reactions, this study contributes across multiple domains of the management literature including trust, justice, and organizational mergers. (PsycINFO Database Record